week11-1.ppt

CHAPTER
10
• Managing
Leadership and
Influence
Processes
Introduction to Management
Course Code :AMG-302
Mubashir Ahmad
Assistant Professor Northern
University Nowhera KP
Week : 11
Lecture :11
Part :1

Copyright © by Houghton Mifflin Company. All rights reserved. 17–2
Learning Objectives
After studying this chapter, you should be able to:
– Describe the nature of leadership and distinguish leadership
from management.
– Discuss and evaluate the trait approach to leadership.
– Discuss and evaluate models of leadership, focusing on
behaviors.
– Identify and describe the major situational approaches to
leadership.
– Identify and describe three related perspectives on
leadership.
– Discuss political behavior in organizations and how it can be
managed.

Chapter Outline
• The Nature of Leadership
– The Meaning of Leadership
– Leadership Versus Management
– Power and Leadership
• The Search for Leadership Traits
• Leadership Behaviors
– Michigan Studies
– Ohio State Studies
– Managerial Grid
• Situational Approaches to
Leadership
– LPC Theory
– Path-Goal Theory
– Vroom’s Decision Tree
– The Leader-Member Exchange
• Related Perspectives on
Leadership
– Substitutes for Leadership
– Charismatic Leadership
– Transformational Leadership
• Political Behavior in
Organizations
– Common Political Behaviors
– Managing Political Behaviors

The Nature of Leadership
• The Meaning of Leadership
– Process: what leaders actually do.
• Using noncoercive influence to shape the group’s or organization’s
goals.
• Motivating others’ behavior toward goals.
• Helping to define organizational culture.
– Property: who leaders are.
• The set of characteristics attributed to individuals perceived to be
leaders.
– Leaders
• People who can influence the behaviors of others without having to
rely on force.
• People who are accepted as leaders by others.

The Nature of Leadership (cont’d)
• Leadership Versus Management
Leadership Activity Management
Establishing direction and
vision for the organization
Creating an agenda Planning and budgeting,
allocating resources
Aligning people through
communications and actions
that provide direction
Developing a human network
for achieving the agenda
Organizing and staffing,
structuring and monitoring
implementation
Motivating and inspiring by
satisfying needs
Executing plans Controlling and problem
solving
Produces useful change and
new approaches to challenges
Outcomes Produces predictability and
order and attains results
Source: Adapted from A Force for Change: How Leadership Differs from
Management by John P. Kotter. Copyright © 1990 by John P. Kotter, Inc.
Reprinted with permission of The Free Press, a division of Simon & Schuster Inc. Table 17.1

• Power and Leadership
– Power is the ability to affect the behavior of others.
• Legitimate power is granted through the organizational hierarchy.
• Reward power is the power to give or withhold rewards.
• Coercive power is the capability to force compliance by means of
psychological, emotional, or physical threat.
• Referent power is the personal power that accrues to someone based
on identification, imitation, loyalty, or charisma.
• Expert power is derived from the possession of information or
expertise.

• Using Power
– Legitimate request
• Compliance by a subordinate with a manager’s request because the
organization has given the manager the right to make the request.
– Instrumental compliance
• A subordinate complies with a manager’s request to get the rewards
that the manager controls.
– Coercion
• Threatening to fire, punish, or reprimand
subordinates if they do not do something.
– Rational persuasion
• Convincing subordinates that compliance
is in their own best interest.

• Using Power (cont’d)
– Personal identification
• Using the referent power of a superior’s desired behaviors to shape
the behavior of a subordinate.
– Inspirational appeal
• Influencing a subordinate’s behavior through an appeal to a set of
higher ideals or values (e.g., loyalty).
– Information distortion
• Withholding or distorting information
(which may create an unethical situation)
to influence subordinates’ behavior.
– Personal identification
• Using the superior’s referent power over
a subordinate to shape his behavior.

The Search for Leadership Traits
• Traits Approach to Leadership
– Assumed that a basic set of personal traits that differentiated
leaders from nonleaders could be used to identify leaders
and as a tool for predicting who would become leaders.
– The trait approach was unsuccessful in establishing
empirical relationships between traits and persons regarded
as leaders.

Leadership Behaviors
• Michigan Studies (Rensis Likert)
– Identified two forms of leader behavior
• Job-centered behavior—managers who pay close attention to
subordinates’ work, explain work procedures, and are keenly
interested in performance.
• Employee-centered behavior—managers who focus on the
development of cohesive work groups and employee satisfaction.
• These two forms of leader behaviors
were considered to be at opposite
ends of the same continuum and
similar to (respectively) Likert’s
System 1 and System 4 of
organizational design.

Leadership Behaviors (cont’d)
• Ohio State Studies
– The studies did not interpret leader behavior as being one-
dimensional as did the Michigan State studies.
– Identified two basic leadership styles that can be exhibited
simultaneously:
• Initiating-structure behavior—the leader
clearly defines the leader-subordinate role
expectations, formalizes communications,
and sets the working agenda.
• Consideration behavior—the leader shows
concern for subordinates and attempts to
establish a friendly and supportive climate.

Leadership Behaviors (cont’d)
• Ohio State Studies (cont’d)
– Initial assumption of the research was that leaders who
exhibit high levels of both behaviors would be most effective
leaders. Subsequent research indicated that:
• Employees of supervisors ranked highly on initiating structure were
high performers, although they expressed low levels of satisfaction
and had higher absenteeism.
• Employees of supervisors ranked highly on consideration had low-
performance ratings, but they had high levels of satisfaction and had
less absenteeism.
• Other situational variables were making consistent leader behavior
predictions difficult.
• There is no universal or “one best way” model of leadership.

Leadership
Grid
4
6
2
1
3
5
8
7
9
0
1 4 6 9
5
2 3 8
7
Concern for production
High
Low
Low High
1,9 9,9
1,1 9,1
Team Management
Work accomplishment is
from committed people;
interdependence through
a “common stake” in
organization purpose
leads to relationships
of trust and respect.
Middle of the Road
Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale
of people at a satisfactory level.
Impoverished Management
Exertion of minimum effort
to get required work done
is appropriate to sustain
organization membership.
Authority-Compliance
Efficiency in operations
results from arranging
conditions of work in
such a way that
human elements
interfere to a
minimum degree.
5,5
Country Club Management
Thoughtful attention to the
needs of people for satisfying
relationships leads to a
comfortable, friendly
organization atmosphere
and work tempo.
Concern
for
people
The Leadership Grid® is
a method of evaluating
leadership styles. The
Grid® is used to train
managers so that they
are simultaneously more
concerned for people
and for production (9,9
style on the Grid®).
Source: From Leadership Dilemmas—
Grid Solutions by Robert R. Blake and
Anne Adams McCanse. (Formerly the
Managerial Grid by Robert R. Blake and
Jane S. Mouton.) Houston: Gulf Publishing
Company, p. 29. Copyright © 1991 by
Scientific Methods, Inc. Reproduced by
permission of the owners.
Figure 17.1

Situational Approaches to Leadership
• Situational Models of Leader Behavior
– Assume that:
• Appropriate leader behavior varies from one situation to another.
• Key situational factors that are interacting to determine appropriate
leader behavior can be identified.
• Leadership Continuum (Tannenbaum and Schmidt)
– Variables influencing the decision-making continuum:
• Leader’s characteristics—value system, confidence in subordinates,
personal inclinations, and feelings of security.
• Subordinates’ characteristics—independence needs, readiness for
responsibility, tolerance of ambiguity, interest in the problem,
understanding goals, knowledge, experience, and expectations.
• Situational Characteristics—type of organization, group effectiveness,
the problem itself, and time pressures.

(cont’d)
• Tannenbaum and Schmidt’s Leadership Continuum
Use of Authority
by Manager
Boss-centered leadership
Manager makes
decision and
announces it
Manager permits
subordinates to
function within
limits defined by
superior
Manager defines
limits, asks group
to make decision
Manager presents
problem, gets
suggestions,
makes decision
Manager presents
tentative decision
subject to change
Manager presents
ideas and invites
questions
Manager
“sells”
decision
Area of Freedom
for Subordinates
Subordinate-centered leadership
Source: Reprinted by permission of the Harvard Business Review. An exhibit from “How to
Choose a Leadership Pattern” by Robert Tannenbaum and Warren Schmidt (May–June 1973).
Copyright © by the President and Fellows of Harvard College; all rights reserved. Figure 17.2

(cont’d)
• Least-Preferred Coworker Theory (Fiedler)
– The appropriate style of leadership varies with situational
favorableness (from the leader’s viewpoint).
– Least preferred coworker (LPC)
• The measuring scale that asks leaders to describe the person with
whom they are least able to work well.
• High LPC scale scores indicate a relationship orientation; low LPC
scores indicate a task orientation on the part of the leader.
– Contingency variables determining situational favorableness:
• Leader-member relations—the nature of the relationship between the
leader and the work group.
• Task structure—the degree to which the group’s task is defined.
• Position Power—the power vested in the leader’s position.

(cont’d)
• The Least-Preferred Coworker Theory of Leadership
Contingency Factors Situations
Leader-member relations Good
Task structure High
Position power Strong
Bad
Low High Low
Weak Strong Weak Strong Weak Strong Weak
Favorableness
of Situation
Appropriate
Leader Behavior
Most favorable Moderately favorable Most unfavorable
Task-oriented Task-oriented
Relationship-oriented
Figure 17.3

(cont’d)
• Path-Goal Theory (Evans and House)
– The primary functions of a leader are to make valued or
desired rewards available in the workplace and to clarify for
the subordinate the kinds of behavior that will lead to goal
accomplishment or rewards.
– Leader Behaviors:
• Directive leader behavior—letting subordinates know what is
expected of them, giving guidance and direction, and scheduling work.
• Supportive leader behavior—being friendly and approachable, having
concern for subordinate welfare, and treating subordinates as equals.
• Participative leader behavior—consulting with subordinates,
soliciting suggestions, and allowing participation in decision making.
• Achievement-oriented leader behavior—setting challenging goals,
expecting subordinates to perform at high levels, encouraging and
showing confidence in subordinates.

The Path-Goal Theory
• Situational Factors:
Work
Situation
Follower
lacks self-
confidence
Supportive
Achievement-
oriented
Participative
Directive
Leadership
Style
Impact on
Followers
Expected
Results
Lack of job
challenge
Improper
procedures and
poor decisions
Ambiguous job
Increases self-
confidence to
complete task
Encourages
setting high but
attainable goals
Clarifies follower
need for making
suggestions and
involvement
Clarifies path to
get rewards
Increased effort. job
satisfaction, and
performance; fewer
grievances
Improved performance
and greater job
satisfaction
and greater satisfaction;
less turnover
and job satisfaction

Path Goal Theory to Leadership (cont’d)
• The Path-Goal Framework
Subordinates’
personal
characteristics
• Perceived ability
• Locus of control
Leader behaviors
• Directive
• Supportive
• Participative
• Achievement-
oriented
Environmental
characteristics
• Task structure
• Work group
Subordinates’ motivation to perform
Figure 17.4

(cont’d)
• Vroom Decision Tree Approach
– Attempts to prescribe a leadership style appropriate to a
given situation.
– Basic Premises
• The degree to which subordinates should be encouraged to participate
in decision making depends on the characteristics of the situation.
• No one decision-making process is best for all situations.
• After evaluating the different problem attributes, a leader can choose a
decision path on one of two decision trees that determines the decision
style and specifies the amount of employee participation.
– Decision significance—the degree to which the decision will have
an impact on the organization. Subordinates are involved when
decision significance is high.
– Decision Timeliness—the degree of time pressure for making a
decision in a timely basis; may preclude involving subordinates.

(cont’d)
• Vroom Decision Tree Approach (cont’d)
– Decision-Making Styles
• Decide—manager makes decision alone and then announces or “sells”
it to the group.
• Consult (individually)—manager presents program to group members
individually, obtains their suggestions, then makes the decision.
• Consult (group)—manager presents problem to group at a meeting,
gets their suggestions, then makes the decision.
• Facilitate—manager presents the problem to the group, defines the
problem and its boundaries, and then facilitates group member
discussion as they make the decision.
• Delegate—manager allows the group to define for itself the exact
nature and parameters of the problem and then develop a solution.

Vroom’s Time-Driven
Decision Tree
Source: Victor Vroom’s
Time-Driven Model from A
Model of Leadership Style,
copyright Vroom, 1998.
P
R
O
B
L
E
M
S
T
A
T
E
M
E
N
T
L
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
Decide
Consult (group)
Decide
Delegate
Facilitate
Facilitate
Decide
Delegate
Consult
(individually)
Consult (group)
Decide
Facilitate
Consult
(individually)
Facilitate
Decision
Significance
Importance
of
Commitment
Leader
Expertise
Likelihood
of
Commitment
Group
Support
Group
Expertise
Team
Competence
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
H
Figure 17.5

Decide
Consult (group)
Facilitate
Decide
Delegate
Delegate
Delegate
Consult (group)
Consult (group)
Facilitate
Decide
Facilitate
H
H
L
L
--
—
--
—
--
—
--
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—
--
—
--
—
--
—
--
—
--
— --
—
H
H
L
L
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—
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H
H
H
H
L
L
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L
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—
H
L
H L
H
P
R
O
B
L
E
M
S
T
A
T
E
M
E
N
T
Decision
Significance
Importance
of
Commitment
Leader
Expertise
Likelihood
of
Commitment
Group
Support
Group
Expertise
Team
Competence
L
Source: Victor Vroom’s Development-Driven Model from
A Model of Leadership Style, copyright Vroom, 1998.
Vroom’s
Development-Driven
Decision Tree
Figure 17.6

CHAPTER
10
• Managing
Leadership and
Influence
Processes
Introduction to Management
Course Code :AMG-302
Mubashir Ahmad
Assistant Professor Northern
University Nowhera KP
Week : 12
Lecture :12
Part :1

(cont’d)
• The Leader-Member Exchange (LMX) Approach
– Stresses the importance of variable relationships between
supervisors and each of their subordinates.
– Leaders form unique independent relationships (“vertical
dyads”) with each subordinate in which the subordinate
becomes a member of the leader’s out-group or in-group.
Leader
Subordinate
1
Subordinate
2
Subordinate
3
Subordinate
4
Subordinate
5
Out-Group In-Group
Figure 17.7

Related Perspectives on Leadership
• Substitutes for Leadership
– A concept that identifies situations in which leader behavior
is neutralized or replaced by characteristics of subordinates,
the task, and the organization.
Characteristics that Substitute for Leadership
Subordinate Task Organization
Ability
Experience
Need for independence
Professional orientation
Indifference towards
organizational goals
Routineness
The availability of feedback
Intrinsic satisfaction
Formalization
Group cohesion
Inflexibility
A rigid reward structure

(cont’d)
• Charismatic Leadership (House)
– Charisma, an interpersonal attraction that inspires support
and acceptance, is an individual characteristic of a leader.
– Charismatic persons are more
successful than noncharismatic
persons.
– Charismatic leaders are
self-confident, have a firm
conviction in their belief
and ideals, and possess
a strong need to influence
people.

(cont’d)
• Charismatic Leadership (cont’d)
– Charismatic leaders in organizations must be able to:
• envision the future, set high expectations,
and model behaviors consistent with
expectations.
• energize others through a demonstration
of excitement, personal confidence, and
patterns of success.
• enable others by supporting them,
by empathizing with them, and
by expressing confidence in them.

(cont’d)
• Transformational Leadership
– Leadership that goes beyond ordinary expectations, by
transmitting a sense of mission, stimulating learning, and
inspiring new ways of thinking.
– Seven keys to successful leadership
• Trusting in one’s subordinates
• Developing a vision
• Keeping cool
• Encouraging risk
• Being an expert
• Inviting dissent
• Simplifying things

Political Behavior in Organizations
• Political Behavior
– The activities carried out for the specific purpose of
acquiring, developing, and using power and other resources
to obtain one’s preferred outcomes.
– Common Political Behaviors
• Inducement—offering to give something to someone else in return
for that person’s support.
• Persuasion—persuading others to support a goal on grounds that are
objective and logical as well as subjective and personal.
• Creation of an obligation—providing support for another person’s
position that obliges that person to return the favor at a future date.
• Coercion—using force to get one’s way.
• Impression management—making a direct and intentional effort to
enhance one’s image in the eyes of others.

Political Behavior in Organizations
(cont’d)
• Managing Political Behavior
– Be aware that even if actions are not politically motivated,
others may assume that they are.
– Reduce the likelihood of subordinates engaging in political
behavior by providing them with autonomy, responsibility,
challenge, and feedback.
– Avoid using power to avoid charges of political motivation.
– Get disagreements and conflicts out in the open so that
subordinates have less opportunity to engage in political
behavior.
– Avoid covert behaviors that give the impression of political
intent even if none exists.

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